BA 302 - Chapter 2

Summary

In this presentation, Professor Bernardo Juan from Portland State University's School of Business explores the intricacies of workplace diversity. He defines diversity as having diverse characteristics within a group, including gender, race, age, disability, and more, and emphasizes the importance of coupling diversity with inclusion to reap its benefits. Juan discusses the benefits of inclusive diversity, such as increased creativity and financial advantages, alongside its challenges like unconscious biases and stereotypes. Various laws and recommendations for managing diversity, including cultural intelligence and avoiding ethnocentrism, are also covered.

Highlights

• Diversity is about variety in characteristics like gender, race, and age, but it needs to come with inclusion to be truly beneficial. 🏳️‍🌈
• Inclusive diversity enhances creativity and decision making due to diverse viewpoints. It's like a brainstorming session on steroids! 💡
• Organizations with strong diversity management see improved stock prices and reduced litigation costs. Financial wisdom 101! 📈
• Unconscious biases and stereotypes can hinder diversity efforts. Awareness is the first step, but action is needed too. 🧠
• Promoting cultural intelligence and avoiding ethnocentrism helps manage cultural diversity efficiently. It's all about global teamwork! 🤝

Key Takeaways

• Diversity is not just about representation, but also about inclusion. When you pair diversity with inclusion, magic happens! ✨
• Diverse teams bring a wealth of creativity and problem-solving skills due to varied perspectives. Think outside the box, literally! 📦
• Diversity isn't a one-size-fits-all solution and comes with its own challenges, like unconscious biases and stereotypes. Tread carefully! 🚧
• Companies benefit financially by effectively managing diversity—it impacts stock prices and lowers litigation costs due to fewer discrimination lawsuits. Cha-ching! 💰
• Understanding and respecting cultural differences can boost international business efforts. Let's embrace the global village concept! 🌎

Overview

Professor Bernardo Juan kicks off the presentation by diving headfirst into what diversity truly means in the workplace, emphasizing its vital role when paired with inclusion. Diversity isn't just a buzzword; it's about gender, race, age, and much more, strikingly highlighting its complexity and importance.

The session explores the exciting advantages of diverse and inclusive teams—which aren't just nice to have, but essential. From boosting creativity to mirroring diverse customer bases, Juan makes a solid case why businesses should double down on their diversity efforts. The financial benefits linked to managing diversity efficiently should make any executive pay attention!

But the journey isn't without its hurdles. Professor Juan candidly addresses the challenges, particularly unconscious biases and stereotypes that can derail diversity initiatives. Closing on a solution-oriented note, he stresses the importance of building cultural intelligence and avoiding ethnocentric mindsets to truly harness the power of a diverse team.

Chapters

• 00:00 - 03:00: Introduction to Diversity In the chapter 'Introduction to Diversity,' Professor Bernardo Juan introduces the concept of diversity in the workplace. He outlines the chapter's main objectives, which include defining diversity, understanding its benefits and challenges, and exploring strategies for effective diversity management. The chapter begins with a simple definition of diversity as a variety of different characteristics within a group or organization.
• 03:00 - 10:00: Types of Diversity The chapter titled 'Types of Diversity' explores different dimensions of diversity, which include gender, sex, gender identity, sexual orientation, race, age, education, tenure, physical abilities, disabilities, religion, and functional background. These are characteristics that make people similar or different from each other and are significant in workplace diversity studies.
• 10:00 - 12:00: The Importance of Inclusion The chapter titled 'The Importance of Inclusion' focuses on understanding how diversity characteristics can influence actions, behaviors, and perceptions within the workplace. It emphasizes the importance of inclusion in understanding these dynamics. The chapter explores the consequences and benefits of having a diverse workforce. However, it highlights a critical insight that diversity alone does not automatically yield benefits, suggesting that inclusion and understanding are key to leveraging diversity effectively.
• 12:00 - 15:00: Challenges of Diversity The chapter "Challenges of Diversity" discusses the critical relationship between diversity and inclusion within the workplace. It emphasizes that diversity alone cannot provide its full benefits unless it is paired with inclusion. Inclusion is described as creating an environment where a diverse workforce feels valued and part of the group, allowing individuals to bring their true selves into the workplace without fitting into a common mold. The chapter concludes that diversity can bring significant positive outcomes for companies, but only when it is effectively combined with inclusion.
• 15:00 - 26:00: Legal Framework and Laws This chapter discusses the legal framework and laws related to diversity and inclusion. It acknowledges that while diversity in a group can lead to certain challenges, such as potential conflicts and feelings of exclusion, these can be mitigated through inclusion. The chapter highlights the benefits of diversity in teams, notably that inclusive diverse teams experience enhanced creativity and decision-making by incorporating multiple perspectives.
• 26:00 - 30:00: Managing Diversity The chapter "Managing Diversity" explores the advantages of having a diverse team within an organization. It highlights that teams composed of individuals with similar backgrounds and values tend to think alike, which can limit their problem-solving abilities. In contrast, more diverse teams can consider a wider range of alternatives and produce unique solutions to organizational challenges. Furthermore, a diverse workforce is better equipped to understand and serve the diverse customer base more effectively.
• 30:00 - 40:00: Cultural Diversity The chapter on 'Cultural Diversity' discusses the challenges that arise when a company's workforce does not reflect the diversity of its customer base. It highlights the example of product development teams, particularly in technology companies in Silicon Valley, which often lack diversity. The text points out the underrepresentation of women and minorities in these teams and how this lack of diversity is reflected in the products developed by such companies.
• 40:00 - 45:00: Conclusion The chapter 'Conclusion' emphasizes the importance of diversity and inclusion within product teams at companies. It notes that issues, such as voice recognition programs failing to respond to diverse accents or recognizing people of different skin colors, highlight the need for diverse teams. The chapter argues that diversity, coupled with inclusion, results in a more satisfied workforce, as it ensures fair treatment and equal opportunities for all individuals to improve themselves and contribute to the organization, irrespective of their sex and gender.

BA 302 - Chapter 2 Transcription

• 00:00 - 00:30 hi everyone my name is Bernardo Juan I'm a professor of management important State University School of Business and today in this video I will talk about diversity in the workplace these are the chapter objectives so we will talk about what diversity is its benefits its challenges and what companies can do to manage diversity more effectively diversity so let's start out by defining diversity diversity simply means a variety so in our group we're talking about having a variety of different characteristics represented and
• 00:30 - 01:00 dimensions of diversity include any characteristic that make people similar or different from each other so when we talk about diversity we typically mean diversity in the form of gender sex gender identity sexual orientation race age education tenure physical abilities disabilities religion and functional background so these are the different types of diversity that scholars have studied in the workplace why does diversity matter
• 01:00 - 01:30 so when diversity is thought to or those characteristics that I just mentioned they're thought to influence how people act and behave in the workplace but more importantly they may influence how other people perceive you and your interactions with other people so it makes sense to understand how diversity influences attitudes and behaviors in the workplace so what are the consequences of having a diverse workforce what are the benefits this is kind of a trick question because the diversity by itself does not automatically bring the benefits what
• 01:30 - 02:00 brings the benefits its diversity coupled with inclusion so inclusion by inclusion what we mean is having a diverse workforce but at the same time people are bringing their voice into the workplace they can be themselves they don't have to fit the common mold whatever that looks like they're treated like they are part of the group they are treated as insiders so under those conditions diversity promises a lot of good things for companies but you should keep in mind that diversity by itself if it is not accompanied by inclusion it
• 02:00 - 02:30 doesn't necessarily bring all those benefits and actually there are certain challenges to a diversity so the more different characteristics represented in the group you may have more conflict you may have some people feeling excluded so all of those things are possible so inclusion has to be in place for diversity to work and what are the benefits when it comes to diversity so first of all diverse teams if they're also inclusive they have higher levels of creativity in their decision-making because they can consider different perspectives so people who have very
• 02:30 - 03:00 similar backgrounds very similar values they think alike so they're thinking maybe inside the box versus a team that is more diverse in terms of other characteristics that we mentioned they can consider more variety of alternatives they can come up with more unique solutions to problems that are plaguing the organization so that's one of the benefits that have been demonstrated in research secondly they can understand and serve customers better because customers are diverse so
• 03:00 - 03:30 if your employees are not mirroring your customers then you are going to encounter particular challenges and actually we see a lot of examples of this in product teams product development teams that are not very diverse many technology companies in Silicon Valley are responsible for some of the most commonly used technology that we are using and Silicon Valley has known limitations to their diversity so women and minorities are really underrepresented and we're seeing this in the products that come out of Silicon
• 03:30 - 04:00 Valley oftentimes so voice recognition programs may not respond to different types of accents or they may not recognize people of different skin colors so all of those are serious problems for companies and they can be addressed the more diverse product teams that companies use and diversity accompanied by inclusion brings a more satisfied workforce so what we know is when people feel that they are treated fairly and people are given opportunities to improve themselves contribute to the organization regardless of their sex and gender and
• 04:00 - 04:30 age and disability status then people are happier they are more likely to stay in the organization and they have higher levels of satisfaction so all those are benefits for organizations and finally there are financial benefits to companies so first of all diversity management how a company does a good job or a bad job in regards to managing diversity has implications for the company's stock price so if you're looking to make a case your to your upper management that dis matters this is one of the simplest
• 04:30 - 05:00 cases that you can make so what we see in research is once a company gains a diversity award let's say when they are listed as one of the top 50 places for managing diversity or best places to work for women and minorities all those have known links to stock prices shortly following that event and similarly once companies are sued then it tends to have a negative impact on their stock price so there is a financial link there and of course managing diversity more effectively often times has the side
• 05:00 - 05:30 benefit of lowering your litigation expenses because these lawsuits are expensive lawyers are and a lot of money as a result of that so if the company is doing a good job managing diversity employees are happier healthier turnover is lower and likelihood of lawsuits are lower as well and ultimately there is an indirect link to a company performance so or seeing is company diversity at all levels diversity at top management teams for example those have implications for company's performance so those are the
• 05:30 - 06:00 benefits but if it is so good why aren't companies doing a better job managing diversity so there are certain challenges one of the challenges is something very psychological it happens very naturally human beings simply have a tendency to feel more attractive to people who are similar to them so if you're trying to believe that opposites attract that's really not true in organizational behavior what we're seeing is similarity leads to feeling more comfortable with the people you're interacting with but that is a big downside in organizational behaviors when you're making decisions so for
• 06:00 - 06:30 example in an organization where women are underrepresented a male manager may feel more comfortable hiring a person who is also a male maybe they have some shared experiences before or the applicants may be reminding the manager of his own youth but so you can see how this may lead to unfair decision-making in organizations so the tendency that people feel more comfortable with people who are similar to them is a challenge that we have to consider and you can't really train this out of people so just warning people that this happens maybe
• 06:30 - 07:00 it's a first step but it doesn't really solve the problem because people feel what they feel so you have to take certain precautions and organizational settings to make sure that your selection system considered those and be mindful of those so for example some things that organizations can do include having more structured interviews because if you let managers to ask whatever questions they ask they may not be asking the similar or comparable questions to the applicants they may be asking more friendly questions to people they feel comfortable with people are similar to them and really testing the people who
• 07:00 - 07:30 are dissimilar to them and in the end you have unfair decision-making in your hands and a second challenge is stereotypes and unconscious bias so stereotypes involve generalizations about a particular group of people so the feeling so the belief that women are like this men are like this older people are like this all those categorizations that you've been doing in your mind since you were a little kid maybe those tend to come out when we're making decisions in an organizational setting and oftentimes they lead to unfair and
• 07:30 - 08:00 prejudiced decision-making and sometimes we're not even conscious of those biases so that's what unconscious biases are those are stereotypes held outside of your conscious awareness you may not even realize that you have those biases until they come out in your decision-making so that might for example include when you have whenever you have a female job applicant let's say you may be asking them about their work-life balance issues you may not give them aware that you're doing this but maybe in your mind you're associating being a woman with being a family person and it never occurs to you to ask those types of
• 08:00 - 08:30 questions to male candidates and I should say those questions are illegal in the employment situation so you should not be asking those questions to be intimate so there are things that companies can do to deal with these stereotypes and oftentimes as I mentioned earlier this doesn't involve training those stereotypes and biases out of people it would be great if companies can do that there are many companies including Google who have unconscious bias training but the more successful techniques seem to be designing structures having employment decision-making systems where you are
• 08:30 - 09:00 factoring and taking those out of decision making criteria so for example in the US many symphony orchestras were really not diverse at all they were primarily men and they started having more diversity once you they started instituting blind auditions so they I mean just training people about how good players women are it really didn't help and women started eating selected once the decision-makers started listening to people behind the screen
• 09:00 - 09:30 until that screen was instituted it didn't really help I mean however much you talk to people so that did is some of that is one thing that you can do you can't only have blind auditions but many companies are experimenting with removing personal data from resumes let's say so decision-makers don't get to see or look at those people until very late in the hiring process so people go through certain tests their resumes are blinded regarding their names for example so all those techniques they're slowly making progress in dealing with unconscious
• 09:30 - 10:00 bias there are specific diversity issues to attend to pay attention to and one of the reasons that we are covering this here is this may be the only class where you see this information and it's really important so you should understand how laws affect the diversity management so for example sex discrimination or gender discrimination in the workplace it is illegal and it is illegal under three basic laws so according to Equal Pay Act a company may not pay men and women differently if they're doing the same job according to title 7 it goes beyond
• 10:00 - 10:30 pay actually title 7 of the Civil Rights Act says no employment decision can be affected by somebody's sex meaning hiring but also promotions pay decisions transfers layoffs so you can't really use somebody sex as the decision-making criteria and lilly Ledbetter Fair Pay Act is a recent development so before this Equal Pay Act was saying you have about 180 days to file for pay discrimination so once you discuss but
• 10:30 - 11:00 what happened was lilly Ledbetter was an actual person working in Goodyear company and she discovered years down the line that her pay was much behind her male colleagues but it was too late because these laws usually have statutes of limitations so you can't really file for a low certified years down the line but then lilly Ledbetter Fair Pay Act says that every paycheck cycle starts the hundred and eighty day cycle so everything so you have basically about
• 11:00 - 11:30 180 days after you find out that there was discrimination in your pay to file a lawsuit so these are important sadly to gender diversity race is also a protected category and title seven of Civil Rights Act has precautions against this so companies may not use somebody's race to not offer them the job or offer them a different job or decide their pay or promotions or anything like that and it is illegal to think that particular races can only do particular types of jobs so we can't really use race in
• 11:30 - 12:00 employment decisions this is important to know but unfortunately it hasn't been enough to address race discrimination in the workplace as you can see in the statistics African Americans are four times more likely Hispanic employees are three times more likely to experience discrimination than Caucasian employees and we know that race and gender combined oftentimes creates double jeopardy in the workplace so these are things that you need to be aware of and take precautions against age diversity also is important and we know that age
• 12:00 - 12:30 inclusive workplaces tend to be happier more productive workplaces and there's a separate law called Age Discrimination Employment Act which prohibits discrimination against employees over 40 years old so according to this federal law people over 40 are protected if they're being discriminated for being old so 40 is the cutoff for being old which is kind of unfortunate for some of us but you should also know that there are state laws that go beyond this so in Oregon for example there's no age limit so age cannot be used to discriminate
• 12:30 - 13:00 against people who are young or also age discrimination is illegal so that also indicates that you should know the federal law but also pay attention to the state law in your employment decisions religious diversity also matters in title 7 the very inclusive Civil Rights Act that also has precautions has approved protections against discrimination based on someone's religion but it goes one step further so companies may not use somebody's religion to make employment
• 13:00 - 13:30 decisions but also they need to make certain accommodations so what the law calls this is a reasonable accommodation meaning let's say if somebody is not allowed to work on a Saturday because of religious reasons can this business of this size and these resources accommodate that and if it goes to court they would look at is so if somebody had to take Saturday off for a different reason what would have happened so if you are normally allowing people to take a particular Saturday or for other
• 13:30 - 14:00 reasons but you didn't allow it for religious reasons then that would be illegal so this is not cut and dry it's really depends on the company's circumstances and what other actions are happening but that means that as a manager for example if somebody says for religious reasons I can't do this it is worth paying attention to whether you can accommodate that or not and finally we have employment employees with disabilities in the workplace and there is a law that protects discrimination prevents discrimination based on somebody's disability so
• 14:00 - 14:30 Americans with Disabilities Act prohibits discrimination against individuals with physical and mental disabilities and again companies are also expected to make reasonable accommodations for disabilities so if somebody can perform the major functions of a job with or without accommodation and that person's disability may not be used against them so that's important to keep in mind but you should know that as a hiring manager it's not your job to ask someone about whether they have a disability or not it needs to come from
• 14:30 - 15:00 the employee or the job applicant but once that is mentioned you need to really take it seriously and see if there are possible ways in which you can create an accommodation the law doesn't force you but it expects you to just think about this seriously and is it possible to accommodate this person given the company's resources given fairness issues is it a possibility we also have sexual orientation and gender identity in the workplace and unfortunately there are no federal laws at the moment as of this recording that
• 15:00 - 15:30 prohibit discrimination based on sexual orientation or gender identity but 22 states and District of Columbia have state laws and several different cities like New York City for example they have laws around this and many companies go beyond the federal law when it comes to sexual orientation diversity like 92 percent of Fortune 500 companies actually have non-discrimination policies that include sexual orientation and gender identity and what we know from research is that those policies are helpful and employees who fear
• 15:30 - 16:00 disclosing their sexual identity our sexual orientation can experience negative reactions from co-workers lower job satisfaction lower organizational commitment so people don't have to disclose but if they feel afraid to disclose that has negative outcomes for people so what are the suggestions for managing diversity in the workplace you need to build work on building a culture of respecting diversity and that comes from the top so managers need to be held accountable for creating that culture
• 16:00 - 16:30 and that comes from their day-to-day interactions what they're all and all of their employees how inclusive they are in their communication how inclusive they are in who to promote or who to train or what type of resources they provide a different employees diversity training programs are oftentimes a must and many companies do have them I wouldn't say that they are the cure to diversity related problems but that's just the beginning so having that conversation started is usually the helpful process many companies review
• 16:30 - 17:00 recruitment practices as a way to deal with discrimination based on those characteristics so for example if you have a hiring system that is primarily based on employee referrals and if you have an employee pool that is not very diverse the people that you're hiring are not going to be very diverse as well so in order to diversify your applicant pool in the absence of a diverse workforce then employee referrals is not the best policy so you need to cast a broad net reach people or advertising
• 17:00 - 17:30 channels that you haven't been advertising so those things are tend to be helpful and affirmative action programs also exist particularly state and federal governments or federal contractors they tend to have affirmative action programs and an employment that usually starts with reviewing group recruiting practices selection practices what are the barriers to having diversity in the workplace so those programs tend to be helpful and one final thing that I'm going to talk about in this video is cultural diversity and culture refers to
• 17:30 - 18:00 values beliefs and customs that exist in a society at the country level of course countries are not homogeneous when it comes to culture in the US you can talk about Western culture Eastern eastcoast having different cultures or southern Midwest nice so you have these different subcultures but still on average the United States has a particular culture that is different from Pakistan let's say or India so there are many different customs and society customs and beliefs that exist
• 18:00 - 18:30 in a particular country that may differentiate it from other countries and it is important for us to know it affects international business these days old businesses International really so understanding that will help you design other products have better interactions with your customers and the percentage of foreign-born employees are on the rise definitely including the person who is speaking to you right now so that means understanding other cultures is very much helpful for businesses an expatriate is somebody who is sent temporarily on an assignment to
• 18:30 - 19:00 a foreign country and that is pretty much it's very common in fortune 500 in large companies but in any businesses you don't need to be an expatriate to understand what type of differences culture creates of course you can talk about a number of different dimensions of culture how US culture is different from French culture for example so there is an unending list and it's a source of much amusement but a researcher a Dutch researcher called Hofstede actually came up with a framework consisting of four dimensions that does a pretty good job of differentiating different countries
• 19:00 - 19:30 from each other you can go to a website called Hofstede insights which will allow you to enter two country names and you can see actually have those companies countries compared to each other in these four dimensions so here are the dimensions first countries differ in the degree to which they're individualistic or collectivist ik so individualistic cultures are cultures where people define themselves as an individual and they have looser ties to the people in their groups and they don't necessarily play favorites with
• 19:30 - 20:00 their group members maybe they are more comfortable moving from group to group so and they usually treats people around them about the same versus collectivistic societies are cultures where people are born into a group they study in a particular group and those bonds are much more lasting and there is much more in group favoritism an out group differentiation meaning I'm not saying that collectivistic people are always happy to work in a group what I'm saying is when they are
• 20:00 - 20:30 in a group they behave very differently compared to working with people who are outside of their group so they tend to have much closer ties to the people that they're working with that they define as their in-group and they have much less positive interactions with people who are in their out group no surprises us is an individualistic society and collectivistic cultures include China Indonesia Pakistan Guatemala Latin American and Asian countries tend to be collectivistic why should you care it
• 20:30 - 21:00 affects how you manage people how you interact with them so a key example for example in an individualistic culture having a reward system where people are competing against each other for rewards may be very acceptable but in a collectivistic culture that is not very comfortable and people may feel uncomfortable trying to outperform each other so that they can get the bonuses so you may consider more team based bonuses for those types of cultures to motivate employees more effectively the second dimension is power distance so low power distance is an egalitarian
• 21:00 - 21:30 culture in those cultures people even though people some people have power and some people don't such as people who are managers versus employees they their treatment of each other is not really that much affected by how much power you have in the relationship versus in a high power distance culture people understand that some people are more powerful than others and powerful people really act powerful they expect a lot of respect and deference from people who are less powerful so an example of this is in a relatively lower power distance
• 21:30 - 22:00 culture it's perfectly okay to call your manager by their first name or have very comfortable interactions with them you wouldn't have that in a high power distance culture where respect is expected an ode to a superior and in very high power distance culture is it's even common for him when a manager comes into the room employees may stand up to show their respect so that level of formal relationships again it affects how you treat people and how you're motivates people so for example in a high-powered distant culture if a manager tries to act very participative and empowering that may make employees
• 22:00 - 22:30 uncomfortable and a manager saying I don't know the answer to this may look weak that they run the risk of looking like they don't deserve their power so it creates uncomfortable relationship verses in a low-power distant cultures it is very common for a manager to admit well I don't know the answer I'll get back to you so that that doesn't necessarily mean that they're losing their power as a result of that the third dimension I would like to mention is uncertainty avoidance so countries differ in how comfortable they are with
• 22:30 - 23:00 risk-taking and uncertainty and as you can see us is not in this list meaning it's somewhere in the middle so low uncertainty avoidance cultures they are very comfortable with uncertainty and risk they have high tolerance for ambiguity versus on the other end of the spectrum you have cultures where individuals expect predictability they want to know what the rules are they want to follow the tradition and they have very low tolerance to ambiguous situations so how you manage them is going to differ for example in a high powered high uncertainty avoidance culture you are going to be more
• 23:00 - 23:30 specific in terms of giving people what the rules are having very explicitly detailed employee handbooks for example will be very important versus having the same types of rules and a loss of certainty avoidant culture may feel uncomfortable and silly even and finally we have the fourth dimension which is kind of unfortunate labeling but those are the historical labels for this dimension masculinity versus femininity recent research started labeling them as assertive versus nurturing or aggressive
• 23:30 - 24:00 versus nurturing cultures so no offense forget regarding the labels we're just sticking with history here but masculine cultures are cultures that are defined as cultures where people value achievement competitiveness acquiring money and other material objects and some examples of this include Japan Hungarian Austria and u.s. is actually closer to the masculine end of the scale and feminine cultures are cultures where people value maintaining good relationships with people quality of life caring for the weak and
• 24:00 - 24:30 Scandinavian cultures Norway Sweden Finland Iceland Netherlands so those are the types of cultures that we classify as feminine cultures so again it influences how you manage people so for example in a masculine culture working long hours in return for higher pay is very desirable and that might be how you're interacting with your name but the same would not really be very desirable in a feminine culture in so for example in Finland if you were to
• 24:30 - 25:00 ask people to work very long hours even if it is for extra pay they may say no I need to spend time with my family and friends so having a balanced life is more important than making a lot of money so those are the differences between these cultures and a couple of suggestions were managing cultural diversity help employees build cultural intelligence this is because these days particularly employees are not going to be sent to India to stay there for three years and need to understand all about
• 25:00 - 25:30 Indian culture let's say justin is an example instead they will be working in cross-cultural teams consisting of five different nationalities and they will have to work on projects through video conference technology so nobody's moving anywhere but on a daily basis you are interacting with people who are born and raised and maybe right now living in different cultures so understanding what one culture in depth is not as useful as having the cultural intelligence to understand that people are different from each other and you need to be able to interact with
• 25:30 - 26:00 people from various different cultures without thinking that your culture is the best culture or without always assuming that whatever quirks and differences they have oh it must be because of their culture so cultural intelligence is an important skill to build and finally avoid ethnocentrism epicenter ism is the belief that your culture is the best all cultures feel that probably in a lot of ways but at the same time it there is really no one superior culture that every country has to emulate culture evolves as a result
• 26:00 - 26:30 of that country's survival in the environment and the geographic context that they were located in so that culture helped them survive to this day and there are historical reasons why every country has its own culture so the belief that your culture is superior to others is a surefire way to just have a team that doesn't mesh together because that feeling is going to come out and it is going to affect your interactions with people so that's all I have to say about Chapter two I hope you enjoyed
• 26:30 - 27:00 this have a nice day